1. Review/Overview Preparation Opening and transitioning to negotiation
Establishing good lines of communication
Maintaining good lines of communication
(even when things get difficult)
Making proposals

2. Preview of today’s class
Chapter 5: Dealing with Conflict
‘Theory’ of principled negotiation
Video examples
Audio examples and short practice
Chapter 6: Making Proposals
Negotiation
Q & A with guest Richard Yerian

3. Principled Negotiation: when the other party is difficult
Stay calm: Getting defensive will probably not be productive.
Keep listening, acknowledge their concerns, and stay open to any of their principled arguments.
Appeal to principles of fairness and reason.

4. Principled Negotiation: when the other party is difficult
Appeal to objective criteria:
Facts, precedent, moral standards, costs, efficiency, scientific judgment, tradition, reciprocity, equality, professional standards or advice, market value…
If possible, don’t yield to pressure (bribes, threats, manipulative appeal to trust, refusal to budge), only to principle.

5. Principled Negotiation: when the other party is difficult
Re-frame the issue as a joint search for a solution – not a fight to be won.
Possibly suggest a third party to help you resolve the issue.

6. What went wrong?
Sean getting aggressive, making personal judgment on Andrew (inexperience)
Andrew getting defensive in the face of this pressure from Sean
Sean and Francoise not working as a team

7. What’s going right?
Sean expressing his concerns with a ‘soft on people, hard on issues’ approach
More indirect language
politeness expressions when interrupting and saying face-threatening things
Andrew listening, acknowledging concerns, asking questions

8. What’s going wrong? Sean makes demands before listening to other party
Sean adopting aggressive, threatening tone
Andrew acting defensive – not using a calm, principled response

9. What’s going right? Sean and Francoise listen to proposal first
Karen acknowledges their concerns before making proposal
Sean politely but clearly stating further concerns
Both parties think creatively about options, work as a larger team to solve problem

10. Negotiation Practice
Situation: Negotiating the building of an apartment complex in Palo Alto.
Details: Refer to handout
Groups of 4-5, two teams prepare first for 10 minutes

11. Negotiation (20 minutes)
Introductions, small talk, transition to agenda
Discuss interests (remember shared ones!)
Discuss options
Come to an agreement, or agree on next steps

12. Practicing remaining principled under pressure
5 or so minutes into the negotiation, I will ask the Committee for a Beautiful Palo Alto to become ‘difficult’ in some way (intimidating, or angry, or morose, or inflexible…) for about 5 minutes.
Don’t exaggerate too much, however.
The City Council will maintain a principled approach during this 5 minutes.
Both sides finish with a principled approach.